What gets measured gets managed
You never know what the LinkedIn algorithm will like or dislike.
Evidently, it liked a post I wrote that was part of a 5 post series on Customer Experience core competencies.
I thought, hmmm, maybe I'll include it in the newsletter so here goes...
First, according to the Drucker Institute, Peter Drucker never said this. Second, this measurement mantra was criticized by V.F. Ridgeway in a 1956 article entitled ““Dysfunctional Consequences of Performance Measurements”.
The article is neatly summarized by Simon Caulkin, a columnist:
“What gets measured gets managed — even when it’s pointless to measure and manage it, and even if it harms the purpose of the organisation to do so.”
Measurements, Metrics, and Value are one of the five competenc
ies of customer experience management according to the Customer Experience Professionals Association (CXPA) #cxpa.
CX leading companies give a lot of thought to how they measure success when it comes to the health of their customer base. 💡💡💡
I spend a lot of time diving into measurements, metrics, and value like Customer Lifetime Value and Net Promoter Score with Wharton School Marketing Professor, Dr. Peter Fader, on The Delighted Customers Podcast episode here - https://shorturl.at/evFHU 🔥 🔥 🔥 🔥
And having the right metrics are critical to driving customer and company value. The trick is landing on the right measurements, metrics, and value that tells the story of how you are impacting your customer’s lives - and what you can do to create more value for them.
Having said that, I’d love to get your thoughts on Caulkin’s summary of the article:
Not everything that matters can be measured. Not everything that we can measure matters.
What do you think?
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